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Overcoming Challenges in
Creating Self-Service Analytics
Session 114, February 13, 2019
Chris Hutchins, Associate Vice President, Healthcare Analytics, Northwell Health
James Kouba, Director, Healthcare Solutions, Perficient
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Chris Hutchins & James Kouba
Have no real or apparent conflicts of interest to report.
Conflict of Interest
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• Today’s Objectives
• Situation Context
• Align and Deliver
• Techniques: How Did it Really Happen?
– Strategy
– Roadmap
– Incremental delivery
– Follow-through
• Summary
• Questions Review
• Q&A
Agenda
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Identify key
techniques to build
partnerships and
establish a strong
team approach
between business
and IT across the
organization
Learning Objectives
Compare best
practices for
providers wanting
to build self-service
analytics programs
Explain the
importance of
establishing a clinical
enterprise data
warehouse to form
a single view of truth
to enable Medicaid
payment reform
program participation
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Discover how Northwell
Health used participation
in New York State’s
Medicaid reform program
to drive the development
of a self-service analytics
infrastructure
Learn key techniques to
develop close collaboration
and partnership with business
decision makers in order to
match information delivery
capabilities with the
organization’s key
business initiatives
Presentation Objectives
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About Northwell Health
2M+
Patients
treated annually
$11B
Annual operating
budget
• Over 4.3 million patient encounters
• More than 61,000 employees
• More than 40,000 births
• 286,000+ hospital discharges
• 816,000+ emergency visits
• 732,000+ home health visits
• 184,000+ ambulatory surgeries
• 106,000+ ambulance transports
• 2,100 research studies
• 5,000 participants
• 1,500 research staff
#1
Largest private
employer in New York
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Service Area - 8+ million people
Nation’s 14
th
-largest healthcare system
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Mission to Serve & Raise the
Standard of Healthcare
• Improving community health
• Providing the highest-quality
clinical care
• Educating health care professional
• Advancing medicine through
bio-medical research
• Promoting health education
• Caring for the entire community
regardless of the ability to pay
"The goal of Northwell
Health is a simple one
that has been the same
since its inception…
be better tomorrow
than we are today."
Michael Dowling,
President and CEO,
Northwell Health
The Mission
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Strategic Goal:
Enable Northwell to identify innovative
approaches to reform care delivery
Supporting the Mission
Strategy
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Taking Action
Business Tactic:
Enable Northwell’s care reform goal through
participation in the Delivery System Reform
Incentive Payment (DSRIP) program
Strategy Tactics
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• New York State’s main mechanism to implement the
Medicaid Redesign Team (MRT) Waiver Amendment
• Purpose: Fundamentally restructure the health care
delivery system
• Goal: Reduce avoidable hospital use by 25% over 5 years
• Reinvest in Medicaid program; up to $6.42 billion dollars
are allocated
• Payouts based upon achieving predefined results in:
– System transformation
– Clinical management
– Population health
The DSRIP Program
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To participate in DSRIP, Northwell needed to develop specific tools,
processes, education, and measures in order to improve care and
begin restructuring the health care delivery system.
• Establish a single integrated view of Northwell’s clinical,
claims and financial data
• Create a self-service analytics platform and program to
deliver information and measures
IT Has Work to Do
Strategy Tactics Projects
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• Vast store of integrated information coupled with
serf-serve analytics
• Discovery and analysis across clinical, financial
and operational functions
• Engaged clinical, financial, and operational stakeholders
• Identification of care reform opportunities
The Payoff
Strategy Tactics Projects Value
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• The real order of events were not as straightforward
• An orderly waterfall - not the method that works for
most organizations
• Organizations have many challenges:
And Now for the Rest of the Story
Multiple
initiatives
Diverse/multi-faceted
organization
Competing
priorities
Legacy
solutions
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Let’s look at the techniques Northwell
used to achieve value
How Did it Happen?
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Getting Started
Developed a three-part strategy to begin to addressing
organizational needs
1. Worked with executive leaders to identify organizational
priorities
– Informed development of an enterprise roadmap for data integration
2. Established an enterprise platform to support self-service
– Enabled verticals to accelerate learning and deepen capabilities
3. Organized and co-located technical and clinical staff to bolster
clinical reporting
– Established exceptionally deep technical and data management skills
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Vision and Business
Capabilities
• Recognize current pain
points and underlying
root causes
Discovery
Technical Capabilities
• Develop future-state data
and analytics reference
architecture
Operating Model
• Identify improvements
to support the planned
implementation
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• Scored each capability against 6 dimensions
Balancing Priorities
• Reviewed and agreed upon “High Priority” capabilities
• Developed a Cohesive 24-Month Delivery Roadmap
Strategic
Value
Return on
Investment
(ROI)
# of
Stakeholder
Requests
Business
Readiness
Data
Readiness
(Phase 1
coverage)
Complexity
(Integration)
– Business capabilities
– Technical capabilities
– Governance
– DevOps
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Northwell’s 24-Month Roadmap
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Enterprise Data Warehouse
• Single view of Patients
on one platform
• Targeted Data Marts to
enable Self-service
analytics
• Streamlined data
movement and
processing
• Scalable Framework
• Real-Time Operational
Dashboards
Allergy Claims
Pharma
EHR
HbA1c
MedsLabs
Clinical
Data
Social
HIE
EDW
Enterprise Data
Warehouse
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Enabled Business Units
• Health Solutions
• Patient Experience
• Krasnoff Quality Management
Institute
• Physician Partners
• Feinstein Institute
• Marketing
• Finance
• Zucker School of Medicine
• Strategy
• Corporate Operations
• Emergency Services
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Providing High Availability
• 35K monthly views
• Over 300 Active Reports
• Over 400 active dashboards
• Serving over 800 monthly
consumers
• Over 300 tickets and requests
monthly
• ~ 4.7 Billion daily update
in less than 4 hours
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Healthcare Analytics Organization
Database
Administration
• Database &
Server
Support
• System
Administration
Data Management
• Transformation
• Staging
• Normalization
• Support
Reporting
• Reports
• Dashboards
• Support
Data Integrity &
Governance
• Acquisition
• Business
Analysis
• Data Profiling
• Business
Definitions
• Access Policies
Analytic Resource
Center
• Analytics Portal
• Solutions Design
• Consulting
• Process
Improvement
• Application
Support
Clinical Data Strategy
Physician led team guides clinical content development
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Pre-release Engagement with Key Business Consumers
• Communicate (and sell) upcoming capabilities
• Review data and analytics pre-release
• Soft release of data (encourage exploration)
Release and Roll-out
• Educate/train consumers
• Announce and deliver
• Be ready to handle questions/issues
Critical Review Value Realized Post Data & Analytics Delivery
• What is working well, as expected
• What is not working or did not meet expectations
• Document business value achieved and/or supported
Delivery and Follow Through
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Patient Experience –
Likely To Recommend
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Pending Appointments – Gaps In Care
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Provider Scorecard
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Why it Worked
Formed
partnership
Educated
stakeholders
Drove buy-in and
adoption across
the organization
Mentored
team members
Developed trust in
the data early
Provided
iterative value
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1. Engage with business leadership during strategic planning
2. Educate cross-functional leaders on the value and approach
3. Develop a solid partnership between business intelligence
work and the key business initiatives to be supported
4. Establish trust in the process and the data provided
• Maintain frequent interaction throughout development and delivery
• Deliver quickly with smaller increments of value
• Adapt the process and tactics as the business evolves
Recap
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Main Focal Points for Partnering:
• Align strategic objectives
• Align tactical milestones
• Agree on IT/BI prioritization, planning and delivery processes
• Bi-directional communications on an established cadence
• Value realization achievement review post IT/BI delivery
Summary
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• Where does Northwell Health rank in terms of largest healthcare
systems in the U.S.?
a) 10
th
b) 14
th
c) 24
th
d) 30
th
• What is the most important success criteria in analytics?
a) Business value
b) Fast infrastructure
c) Multi-color visualizations
d) State-of-the-art technology
• Northwell Health used an enterprise data warehouse to feed its
self-service analytics and drive business value.
True or False?
Preview of CE Questions
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• Where does Northwell Health rank in terms of largest healthcare
systems in the U.S.?
b) - 14
th
Largest Healthcare System in the U.S.
• What is the most important success criteria in analytics?
a) Business value
× Fast infrastructure
× Multi-color visualizations
× State-of-the-art technology
• Northwell Health used an enterprise data warehouse to feed their
self-service analytics and drive business value?
True
Correct Answers
